transforming professional development · formal “training” programs, tools, etc. standardized...

TRANSFORMING

PROFESSIONAL DEVELOPMENT

Human Resources & Organizational Effectiveness

October 31, 2018

Needs Assessment

Current State

2017 / 18 Delivery

25 Special Requests75% Custom

226 Planned

298 Planned

47 Special

Requests~ 40 custom

Technical251 Total

“Soft-skills”345 Total

Where We Are

The needs assessment findings indicated there is an

opportunity to:

– Revamp competency development practices so they better meet the

University’s needs

– Align the University’s competency development practices which were

not in line with recommended and benchmark practices in the Learning

and Organization Development field.

This includes programs, products, services, operations,

and organization design.

Where We Are (Continued)

Content and programs are available

No clear development process or link to career path

Process is driven by employees

Core competencies used campus-wide

Well-defined development curriculum and path

Focused on developing individuals as leaders

Championed and lived by executives

Integrated with talent management systems

Intentionally connecting organizational culture and development

Future-focused

Holistic approach to developing the organizationAdapted from Bersin & Associates Enterprise Learning

Framework and High Impact Learning Maturity Model®

Incidental

Someone “trains”

people on how

to do their job

Typically informal,

unstructured,

and developed by

groups to fill a gap

unfilled by L&OD

L&OD Excellence

Small group of

L&OD who deliver

formal “training”

programs, tools, etc.

Standardized ISD,

media, tools,

assessments, etc.

Talent & Performance Improvement

Learning aligned

and organized by

functional role

Learning integrated

into workforce

planning and career

progression

Capability Development

L&OD function looks

at organization

capability as a whole

– what is needed to

help improve

performance at the

individual and

organization level

Adapted from Bersin & Associates Enterprise Learning

Framework and High Impact Learning Maturity Model®

Where We Are (Continued)

Future Direction

Transforming

how we develop

Texas A&M

University

employees

Less focused on

software training,

certificate programs,

and TrainTraq support

across the System.

Our Future DirectionMore focused on a holistic,

systems thinking approach with:

• Programs and services aligned to key

functions and roles of the University

• Helping people learn and practice what

they need to know and do for their job

• Longer-term outlook and progressive

development

• Expanding Learning Technology

(eLearning), Evaluation and

Organization Development efforts

Functional role-specific,

competency-based

curriculum and

development

paths

Key High Level Design Components

Progressive leadership

development comprised of:

• Role-specific, competency-based

curriculum

• Assessments

• Mentoring

• Coaching

• Working and networking across

the colleges & divisions

Orientation / on-boarding

which is:

• Longer cycle

• More integrated with the

colleges & divisions and

functional development

Evaluation validating

quality, learning,

application, and

impact

Functional Development

Progressive Leadership

Development

Leading Self

Leading Others

Leading the Function

Leading the Organization

FY19

FY20

FY21

Form Decision Review

Board

Define Values across

Leader Levels

Develop and Pilot:- Leading Others

- Workday

- Orientation / On-boarding

- Leading Self

- A&M Innovates Conference

Implement:- Leading Others

- Workday

Website & Evaluation

Overall Shaping Plan

Run:- Leading Others

- Workday

- Website

- Evaluation

Implement:- Orientation/On-boarding

- Leading Self

- A&M Innovates

Conference

Develop and Pilot:- Business

- HR Liaison

- Leading the Function

- Supervisor Network

Run:- Leading Others

- Workday

- Orientation / On-boarding

- Leading Self

- Supervisor Network

- A&M Innovates

Conference

- Website

- Evaluation

Implement:- HR Liaison

- Faculty

- Leading the Function

Develop and Pilot:- Advisor

- Admin

- Faculty

- Research

- Leading the Organization

Workday Sub-shaping Plan

Feb 19

Develop & Pilot

HR Liaison- Essentials

- Security

- Time & Absence

- Reports

- Position Management

- Compensation

- Recruiting

- Hire & Onboarding

- Benefits

- Job Changes

- Separation

Employee- *Working in Workday

- Essentials

Mar 19

Develop &

Implement

Performance Mgmt- HR Liaison

- Employee

- Manager

- HROE Partner

May 19

Implement

HR Liaison- Essentials

- Security

- Time & Absence

- Reports


- Compensation

- Recruiting

- Hire & Onboarding

- Benefits

- Job Changes

- Separation

Employee- *Working in Workday

- Essentials

Develop & PilotHR Liaison/Manager

- Merit

Jul 19

ImplementHR Liaison/Manager

-Merit

Develop & PilotManager- Essentials

- Recruiting

- Hire & Onboarding

- Benefits


- Job Changes

- Time & Absence

- Reports

- Talent Management

Employee- Talent Management

Sep 19

ImplementManager- Essentials

- Recruiting

- Hire & Onboarding

- Benefits


- Job Changes

- Time & Absence

- Reports

- Talent Management

Employee- Talent Management

Develop & Pilot

HR Liaison- Projects

HROE Partner- Specialized

Melissa Easley (Admissions)

Neal Ellis (College of Engineering and TEES)

David Brown (UES)

John McCall (Assoc VP and Controller)

Brandy Kosh (Exec Dir, Academic Affairs)

Brynn Fitzpatrick Pinto (College of Liberal Arts)

Belinda Hale (Asst Dean, Vet Med)

Debbie Thomas (Dean, College of Geosciences)

Alicia Dorsey ((Asst Provost, Office of Institutional Effectiveness and Evaluation)

Martin Scholtz (Exec Assoc VP, Research)

Annette Shenkir (Assoc VP, Research)

John O’Neill (Asst Dean, HSC Public Health

Values and Leading Others

Deborah Wright (Assoc VP, Finance)

Tom Owen (Research)

Peggy Zapalac (Assoc VP, Univ Risk & Compliance)

Kelley Ervin (Transportation)

Darla Guerra (Transportation)

Suprena Bennett (College of Ed)

Jia Wang (College of Ed)

Jared Scoggins (College of Engineering)

Jingqiu Ren (Academic Affairs)

Brandi Plunkett (Mays Ctr for Exec Dev)

Cody Holland (College of Vet Med)

Eric Bowman (A&M Foundation)

Sarah Tobola

Kim Zemanek (HSC)

Decision Review Board

(DRB)

Volunteers Thus Far

Functional SMEs may change with each scope of work

Workday

TBD (AABS)

Lauren Milano (Vet Med)

Angela Mayorga (Liberal Arts)

Brooklyn Smith (Psychology)

Crystal King (Science)

Megan Hoelscher (Transportation)

Renee Weidermann (Research)

Shelly Janac (Finance)

Joe Corn (Payroll)

Rita Bowden

Evelyn Castaneda

Mary Schubert

Laura Dohnalik

Melanie Upton

Scott Bauer

Laura Ellis

Schedule Thus Far

Our Mission and Vision

We develop and deliver high

quality learning and

organization development

for high quality leadership

and impact.

We are admired, sought out,

and valued for:• Our learning, leadership, OD, and change

products, services, and expertise

• Our people, values, and results

• Enabling improved learning, leadership,

organizations, and impact

MissionOur purpose or what we do

VisionWhere we want to be or what we

want to be known for in 3 – 5+ years

1. Transforming how we develop competencies

2. It is going to take a village for

success…Need support, flexibility and

patience during the transition

3. Much appreciation and kudos to those

involved

FINAL THOUGHTS

transforming professional development · formal “training” programs, tools, etc. standardized...

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